Dear Transition Team
I am greatly enthusiastic for the IPPF reform process and have great trust in the intentions behind the reform and the route we are on for creating a more effective organizational body to fight for sexual and reproductive health and rights which is, – and still will be for years and years to come, a battleground with a need for strong actors to deliver on the promise of the ICPD. We need the best possible IPPF to counterbalances the many dark forces in this world that endanger men, women and other gender identities because of who they love or by keeping them away from lifesaving services and information.
I see IPPF as a feminist organization with a strong drive for gender equality in both the organization’s external works as well as our internal operations. However, to fulfill that mission I would like to raise some concerns regarding the Board of Trustees’ recruitment process.
From our GA in Delhi I understand that according to the UK Charity Act there are quite significant duties and obligations related to BoT members. To avoid becoming “a puppet” board member with great risks for both IPPF and the board members themselves, it will take rigor and time to fulfill the role. In the advert for recruitment it says members should commit 10-12 days minimum plus participation in organizational visits. I assume there will be significant preparation needed before board meetings, hence realistically I imagine the board member will(/should) double the number of days needed to fulfill the role.
I, therefore, concluded that if you are a fulltime professional, and there is no time compensation from employers, you need to take unpaid leave for 3-4 weeks a year to fulfill the role. This will be a challenge not only for the board member themselves but also for their families. This will be especially true for BoT members that are also caregivers of smaller children and/or breadwinners.
IPPF wants a strong board, but also an inclusive board. If the conditions surrounding the role, does not facilitate the BoT to fulfill the task I do fear who we limit the recruitment to those of privilege, e.g. IPPF will effectively exclude board members who are the primary caregiver of small children, which can be of great importance for the gender balance. I hope the transition team will seriously consider how to enable recruitment of women and men that are less privileged e.g are not in a position to lose a month’s salary on top of extra child care costs related to being away.
Secondly, due to the extensive responsibility put on board of trustee members by the UK Charity act I hope the transition team will give additional thoughts into how new board members are introduced to the tasks and provision of advisory services concerning the legal and financial obligations related to the board positions. IPPF, and board members themselves, have the greatest interest in a capable, diverse and informed board as a means to ensure both the strategic direction and the accountability of the world’s most significant civil society defender of sexual and reproductive health and rights.
I would be very happy to hear the thoughts of the transition team concerning the above-mentioned concerns.
All the best, Josephine Obel
President of the Danish Family Planning Association
Dear Josephine,
Thank you for your very considered email that raises a number of pertinent issues.
As you rightly point out, the objective of the IPPF reform is to shape a more functional and effective IPPF that can help to deliver the ICPD commitments. Your vision for the organization is one that we all share with zeal and passion. It is incumbent on us to make this vision a reality, and we are convinced that we can, provided we are able to see through the reforms.
Your two points about the board are well received. They have been topics of conversation in the Transition Committee meetings and among the Transition support Team members.
The Transition Committee has been adamant that the recruitment must deliver a board that a) has the skills to deliver its mandate, and b) is as diverse and inclusive as the federation it governs. It is exactly to avoid the pitfall of a “puppet board” that the process weighs skillsets heavier than geographic or political affiliation. It is also important that the recruitment process is led by a third-party specialized firm who do not have a vested interest in the recruitment. Perrett Laver has, under the instructions of the TC, made considerable effort to reach outside of the demographic you describe.
As you point out, being on the board will require a significant time commitment. The Board is expected to meet three times each year – two times face-to-face and one virtually. Board members may also serve on a Board Committee. These commitments together with preparation time make up the estimated 10-12 days described in the recruitment documents. It is listed as a minimum as there may from time to time be travel to an MA or a regional forum. The estimated time includes travel time, prep time and virtual meetings. There may be a need for occasional reading of documents or check-ins outside of the scheduled meetings. This should be kept to a minimum and has largely been included in the allocation estimate. It is only the board chair that is estimated to require the time allocation of 20-24 days per year.
We have looked at the experiences of other international organizations with skills-based boards. While the problems you describe were factors in these cases, they do have diverse, active and skilled boards that are able to fulfill the Charity Commission obligations, but also bring their skills to bear in other ways: thought leadership, networking, global advocacy, etc.
To ensure that the new Board members are fully aware of their legal obligations, including the requirements of the UK Charity Commission an induction process is being planned for the new Board.
This notwithstanding, we do acknowledge your points, and we strongly encourage anyone who is interested in being on the new board to please apply. There will be an opportunity during the interview to raise these kinds of challenges, and to discuss whether arrangements can be made to mitigate them.
Whatever the outcome of the recruitment process, we hope that you and Sex og Samfund will remain a commitment ally in creating the above-mentioned visions: “a feminist organization with a strong drive for gender equality in both the organizations external works as well as our internal operations”.
Sincerely,
Andreas Prager
Transition Committee Chair
Dear Andreas
Thank you for the response. I am very happy to hear that these issues have already been considered amongst the Transition Committee and Transition Support Team members. I have great faith that the team behind this process has made sound judgments to enable an effective, but also inclusive board.
I have no doubts that Sex and Samfund, including my self, will remain very eager to support the reform process. From this side I would also like to express sincere gratitude to you and the team around you, for all the work put into strengthening IPPF. I do believe this work is of enourmous importance for the success of the movement, which in these days of global health crises seems more pertinent than ever.
My best wishes, Josephine
Danish Family Planning Association